Comments
JohnBarnes
7/26/2016 10:50:51 PM
User Rank Platinum
Re: Agility and the short cycle
faryl, batye,
Oddly enough, I wasn't actually thinking about understanding the tech, which I agree is irrelevant. Alfred P. Sloan managed all of General Motors in a very detailed way during the time when it was by far the world's largest corporation, but he himself confessed that he never did really understand how an automatic transmission worked or the design issues in the electric starter (the two innovations GM used to overtake and surpass Ford). Similarly, Bill Gates was and is a brillliant administrator and manager but I really doubt anyone mainly admires him for his code!
I was thinking of business operations rather than details of engineering. C-level decisions for big organizations used to require large teams of skilled specialists to research, formulate, and execute; modern tools are taking us back eighty years or so to when an exec could do that at his desk. That's not technical design -- that's the application of big data to purely business matters.
JohnBarnes
7/26/2016 10:59:28 PM
User Rank Platinum
Re: Agility and the short cycle
vishalaug,
Yes, right again! And anyway if there's any industry where you can't lag or take too long, it's entertainment -- which is the main revenue source for OTT. They have to have what the customer will want tomorrow by the day before yesterday, and their whole culture reflects that, which is why they are so naturally pioneers in agility.
faryl
7/27/2016 12:33:06 AM
User Rank Platinum
Re: Agility and the short cycle
They don't make businessmen like they used to anymore! :)
JohnBarnes
7/27/2016 6:56:38 AM
User Rank Platinum
Re: Agility and the short cycle
faryl,
They never did and probably they never will. Business people sometimes create a little bit of their circumstances but circumstances define what it is to be a businessperson in any generation.
Key
It tries to answer the question 'What's-in-it-for Me?', and how their offices can rely on Digital Platforms to improve their stakes.
@vishalaugustein: Very nice post. Thanks for sharing.
'What's-in-it-for me' - This is they key to any C level executive of an organization. They first need to understand the response to this question well enough from all different perspecives. That's when they can start thinking how to introduce. But they always think - whether this transformation yields into positive ROI and how it will.
Data Usage
We've also talked about how the value of all that data that's become available relies on the ability to analyze & use it
@faryl: So true. Data would only become valuable if used right, for right purpose in right ways. Data analysis plays a key role here. The ability to drill down or up also be very helpful for grouping data appropriately. I believe enterprises now realize importance of data and are already spending time, energy and money in this area.
dlr5288
7/31/2016 5:37:03 PM
User Rank Platinum
Re: Data Usage
Very good points!
I agree. I think that businesses are becoming more and more aware about how important data really is. It's aweome and I hope that they keep building and understand how it really drives digital transformation.
vishalaug
8/1/2016 2:16:01 AM
User Rank Author
Re: Key
Thanks @ms.akkineni .
Yes you are right. The NPV (Net Present Value) plays an important role. NPV of 'Agile Digital Operations' is usually positive, and brings benefit to each C-Level office as shown in the article.
The key point is that - they need not wait for any major changes viz. making organization flat, initiatives to changes the mindset etc.
Each C-Level can start digital initiatives that will fetch them benefits, which in turn will further propel more digitalization, and create more value to the shareholders.
vishalaug
8/1/2016 2:19:14 AM
User Rank Author
Re: Data Usage
@faryl, @ms.akkineni, Agree. And this is one reason BigData has to sit in the heart. Because BigData feeds into multiple application across the board.
Control and agility
Control and agility
Operations being the main topic, going digital will entail large volumes of digital contents. The key will be the attainment of agile operations with less control and more flexibility. An ecosystem that can be 'self-governing' and 'self-policing' is ideal.
Runing digital operations is new to most CSPs. With more cross domain content and partners, higher speed of transactions, inventory and fulfillment, etc the CSP is challenged on new fronts. Add to the mix, requirements for audit, checks and balances and regulatory compliance.
Learning to be agile is not enough, being agile on a smooth operations built for a new digital business model is essential for success.
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